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首页> 外文期刊>International Journal of Technology Management: The Journal of the Technology Management of Technology, Engineering Management, Technology Policy and Strategy >Managing strategic ambidexterity: The spin-along approach
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Managing strategic ambidexterity: The spin-along approach

机译：管理战略歧义：自旋方法

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摘要

This paper is about building theory from a single case study for a practice phenomenon called spin-along. Spin-along is a combination of internal and external corporate venturing elements that supports large corporations' innovation activities. The case study contributes to corporate venturing practice and the literature as it points out the important role of management in an intentional, process-oriented corporate venturing activity. On the theoretical basis of the strategic ambidexterity concept, which refers to the close interconnection between strategic and organisational activities, we conducted the case study at a leading international laboratory and process technology provider. Results from the case study reveal that there must be two merged perspectives, namely from the parent firm and the spin-along, in order to achieve organisational ambidexterity and a higher overall innovative performance. Merging these two perspectives involves managing conflicting goals between the parent firm and spin-alongs, controlling organisational synergies and enabling the exchange of resources.
机译：本文是关于从单个案例研究一种称为自旋现象的实践现象构建理论的。自旋是内部和外部公司冒险元素的组合，支持大公司的创新活动。该案例研究为公司风险管理实践和文献做出了贡献，因为它指出了管理在有意，面向过程的公司风险管理活动中的重要作用。基于战略灵活性概念的理论基础，即战略与组织活动之间的紧密联系，我们在一家领先的国际实验室和过程技术提供商处进行了案例研究。案例研究的结果表明，为了实现组织的灵活性和更高的整体创新绩效，必须有两个合并的观点，即来自母公司和自旋的观点。合并这两种观点涉及管理母公司和自有合伙人之间相互矛盾的目标，控制组织协同作用并实现资源交换。

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